Agenda packet — Grover Beach City Council, May 9, 2022 (part 2 of 2)

Annex C: City of Grover Beach
San Luis Obispo County Local Hazard Mitigation Plan
City of Grover Beach | February 2020 Annex C.2
Figure C.1 The City of Grover Beach

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Annex C: City of Grover Beach
San Luis Obispo County Local Hazard Mitigation Plan
City of Grover Beach | February 2020 Annex C.3
C.1.3 History
On August 1, 1887 Dwight William Grover founded the Town of Grover after purchasing the land for $22,982.20 in gold from John Michael Price, the founder of Pismo Beach. Grover promoted his town as “the place where the tide lands and the rails meet” and had a vision of a community that had a hotel and a train station near the beach. Grover and his partner George Gates laid out a street grid pattern and promoted the community as Grover City, the “grandest summer and winter seaside resort on the Pacific Coast.” Development didn’t flourish in Grover City until 1935 when Horace V. Bagwell bought 1,100 acres and advertised Grover City as the “home of the average man” with land prices affordable to the working man. People and development began to happen and by the mid-1940’s the first store opened in Grover City followed by the first post office. The Fair Oaks Fire District and the Grover City Water District were formed in 1949 and supported a boom in population throughout the 1950’s. On December 21, 1959 the people of Grover City voted to incorporate and become the City of Grover City. In 1992, the City had become more established and the residents of Grover City decided to rename the community to “Grover Beach”. By 1996 the train station Dwight William Grover dreamed of became a reality when Amtrak began rail service at a newly constructed Grover Beach Train Station.

C.1.4 Economy
Select estimates of economic characteristics for the City of Grover Beach are shown in Table C.2.

Table C.2 City of Grover Beach Economic Characteristics, 2013-2017 Characteristic City of Grover Beach
Families below Poverty Level (%) 10%
All People below Poverty Level (%) 14%
Median Family Income $65,250
Median Household Income $61,482
Per Capita Income $30,873
Population in Labor Force 6,613
Population Employed* 6,260
Unemployment 309
Source: CA Department of Finance U.S. Census Bureau American Community Survey 2013-2017 5-Year Estimates, www.census.gov/ *Excludes armed forces
Table C.3 show how the City of Grover Beach’s labor force breaks down by industry based on estimates from the 2013-2017 five-year American Community Survey.

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Annex C: City of Grover Beach
San Luis Obispo County Local Hazard Mitigation Plan
City of Grover Beach | February 2020 Annex C.4
Table C.3 City of Grover Beach’s Employment by Industry, 2013-2017 Industry # Employed % Employed
Educational Services, and Health Care and Social Assistance 1,640 26% Retail Trade 572 9%
Professional, Scientific, and Mgmt., and Administrative and Waste Mgmt. Services 789 13% Manufacturing 245 4%
Arts, Entertainment, and Recreation, and Accommodation, and Food Services 786 13% Construction 520 8%
Finance and Insurance, and Real Estate and Rental and Leasing 286 5% Public Administration 251 4%
Other Services, Except Public Administration 240 4%
Wholesale Trade 234 4%
Transportation and Warehousing, and Utilities 439 7%
Agriculture, Forestry, Fishing and Hunting, and Mining 57 1% Information 192 3%
Total 6,251 100%
Source: U.S. Census Bureau American Community Survey 2013-2017 5-Year Estimates, www.census.gov/ C.1.5 Population
According to data extracted by the California Department of Finance from U.S. Census Bureau’s American Community Survey 5-Year Estimates (2013-2017), the total population for the City of Grover Beach was estimated at 13,524 persons. Select demographic and social characteristics for the City of Grover Beach from the 2013-2017 American Community Survey are shown in Table C.4.

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San Luis Obispo County Local Hazard Mitigation Plan
City of Grover Beach | February 2020 Annex C.5
Table C.4 City of Grover Beach’s Demographic and Social Characteristics, 2013-2015 Characteristic City of Grover Beach
Gender/Age
Male 6,687
Female 6,837
Median age (years) 36
Under 5 years 1,236
Under 18 years 3,435
65 years and over 1,875
Race/Ethnicity
White 7,952
Asian 393
Black or African American 316
American Indian/Alaska Native 101
Hispanic or Latino (of any race) 4,279
Native Hawaiian and Other Pacific Islander 126
Education
% High school graduate or higher 85%
Disability Status
% of Population 5 years and over with a
disability 15%
Source: CA Department of Finance, U.S. Census Bureau American Community Survey 2013-2017 5-Year Estimates, www.census.gov/ C.1.6 Development Trends
The City’s General Plan Land Use Element (2012) recognizes that a majority of the City has been developed and future development will be concentrated on vacant properties and redevelopment of underutilized properties.

The following figures from the San Luis Obispo County Council of Governments (COG), 2050 Regional Growth Forecast for San Luis Obispo County show the projected population and housing unit growth between 2010 and 2050. According to the COG’s document the City’s population is projected to increase to over 15,000 residents by 2050.

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Annex C: City of Grover Beach
San Luis Obispo County Local Hazard Mitigation Plan
City of Grover Beach | February 2020 Annex C.6
Figure C.2 City of Grover Beach Population Projections, 2010 to 2050 Source: 2050 Regional Growth Forecast for San Luis Obispo County, San Luis Obispo Council of Governments and Beacon Economics, June 2017 Figure C.3 City of Grover Beach Housing Unit Projections, 2010 to 2050 Source: 2050 Regional Growth Forecast for San Luis Obispo County, San Luis Obispo Council of Governments and Beacon Economics, June 2017 The California Department of Finance State Demographic Report released on May 1, 2019 indicated the current population of 13,533 and between January 1, 2018 and 2019 the City of Grover Beach lost 0.6 percent of its population. Statewide, California’s 2018 population growth rate (0.47%) was the slowest in the State’s history.

Hazard Identification and Summary
The Grover Beach Planning Team identified the hazards that affect the City and summarized their frequency of occurrence, spatial extent, potential magnitude, and significance specific to Grover Beach (see Table C.5). There are no hazards that are unique to Grover Beach. The overall hazard significance takes into account the geographic area, probability and magnitude as a way to identify priority hazards for mitigation purposes. This is discussed further in the Vulnerability Assessment Section.

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Annex C: City of Grover Beach
San Luis Obispo County Local Hazard Mitigation Plan
City of Grover Beach | February 2020 Annex C.7
Table C.5 City of Grover Beach – Hazard Summaries
Hazard Geograph
ic Area
Probability of
Future
Occurrence
Magnitude/
Severity
(Extent)
Overall
Significance
Coastal Storm/Coastal Erosion/Sea Level Rise Limited Occasional Limited Low Dam Incidents Significant Unlikely Limited Low
Drought and Water Shortage Extensive Likely Limited High Earthquake Extensive Occasional Critical High
Flood Limited Occasional Limited Low
Tsunami and Seiche Limited Occasional Limited Low
Wildfire Limited Occasional Limited Low
Human Caused: Hazardous Materials Limited Occasional Negligible Low Geographic Area
Limited: Less than 10% of planning area
Significant: 10-50% of planning area
Extensive: 50-100% of planning area
Probability of Future Occurrences
Highly Likely: Near 100% chance of occurrence in next year or happens every year.

Likely: Between 10 and 100% chance of occurrence in next year or has a recurrence interval of 10 years or less.

Occasional: Between 1 and 10% chance of occurrence in the next year or has a recurrence interval of 11 to 100 years.

Unlikely: Less than 1% chance of occurrence in next 100 years or has a recurrence interval of greater than every 100 years.

Magnitude/Severity (Extent)
Catastrophic—More than 50 percent of property
severely damaged; shutdown of facilities for more
than 30 days; and/or multiple deaths
Critical—25-50 percent of property severely
damaged; shutdown of facilities for at least two
weeks; and/or injuries and/or illnesses result in
permanent disability
Limited—10-25 percent of property severely
damaged; shutdown of facilities for more than a
week; and/or injuries/illnesses treatable do not result in permanent disability
Negligible—Less than 10 percent of property severely
damaged, shutdown of facilities and services for less
than 24 hours; and/or injuries/illnesses treatable with first aid
Significance
Low: minimal potential impact
Medium: moderate potential impact
High: widespread potential impact

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Annex C: City of Grover Beach
San Luis Obispo County Local Hazard Mitigation Plan
City of Grover Beach | February 2020 Annex C.8
Vulnerability Assessment
The intent of this section is to assess Grover Beach’s vulnerability separate from that of the County as a whole, which has already been assessed in Section 5.3 Risk Assessment in the Base Plan. This vulnerability assessment analyzes the population, property, and other assets at risk to hazards ranked of medium or high significance that may vary from other parts of the planning area.

The information to support the hazard identification and risk assessment was based of the previous LHMP for the City. A Local Hazard Mitigation Plan Update Guide and associated worksheets was distributed to each participating municipality or special district to complete during the 2019 update process. Information collected was analyzed and summarized in order to identify and rank all the hazards that could impact anywhere within the County, as well as to rank the hazards and identify the related vulnerabilities unique to each jurisdiction.

Each participating jurisdiction was in support of the main hazard summary identified in the Base Plan (See Table

5.2). However, the hazard summary rankings for each jurisdictional annex may vary slightly due to specific hazard risk and vulnerabilities unique to that jurisdiction. Identifying these differences helps the reader to differentiate the jurisdiction’s risk and vulnerabilities from that of the overall County.

Note: The hazard “Significance” reflects overall ranking for each hazard and is based on the City of Grover Beach’s Planning Team member input from the Data Collection Guide and the risk assessment developed during the planning process (see Chapter 5 of the Base Plan), which included a more detailed qualitative analysis with best available data.

The hazard summaries in Table C.5 reflect the hazards that could potentially affect the City. The discussion of vulnerability for each of the following hazards is located in C.3.2 Estimating Potential Losses. Based on this analysis, the priority hazard (High Significance) for mitigation is earthquake. Those of Medium or High significance for the City of Grover Beach are identified below. • Drought and Water Shortage
• Earthquake
Other Hazards
Hazards assigned a significance rating of Low or which do not differ significantly from the County ranking (e.g., Low vs. High) are not addressed further in this plan and are not assessed individually for specific vulnerabilities in this section. Those hazards include agricultural hazards, biological agents, adverse weather hazards, wildfires, and landslides.

C.3.1 Assets at Risk
This section considers Grover Beach’s assets at risk, including values at risk, critical facilities and infrastructure, historic assets, economic assets, and growth and development trends.

Values at Risk
The following data on property exposure is derived from the San Luis Obispo County 2019 Parcel and Assessor data. This data should only be used as a guideline to overall values in the City as the information has some limitations. The most significant limitation is created by Proposition 13. Instead of adjusting property values annually, the values are not adjusted or assessed at fair market value until a property transfer occurs. As a result, overall value information is likely low and does not reflect current market value of properties. It is also important to note that in the event of a disaster, it is generally the value of the infrastructure or improvements to the land

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Annex C: City of Grover Beach
San Luis Obispo County Local Hazard Mitigation Plan
City of Grover Beach | February 2020 Annex C.9
that is of concern or at risk. Generally, the land itself is not a loss. Table C.6 shows the exposure of properties (e.g., the values at risk) broken down by property type for the City of Grover Beach.

Table C.6 2019 Property Exposure for the City of Grover Beach by Property Types Property Type
Parcel
Count
Improved
Value
Content
Value Total Value
Agricultural 1 $3,139 $3,139 $6,278
Commercial 242 $71,707,475 $71,707,475 $143,414,950
Government/Utilities 37 $21,533 -- $21,533
Other/Exempt/Misc. 135 $31,280,820 -- $31,280,820
Residential 3,054 $506,840,814 $253,420,407 $760,261,221 Multi-Family Residential 600 $135,833,108 $67,916,554 $203,749,662 Mobile/Manufactured Homes 39 $2,752,757 $1,376,379 $4,129,136 Residential: Other 550 $102,234,078 $51,117,039 $153,351,117 Industrial 27 $11,177,087 $16,765,631 $27,942,718
Vacant 28 $4,325,265 -- $4,325,265
Total 4,713 $866,176,076 $462,306,623 $1,328,482,699
Source: Wood Plc analysis based on ParcelQuest and San Luis Obispo County Assessor’s Office data 2019 Critical Facilities and Infrastructure
A critical facility may be defined as one that is essential in providing utility or direction either during the response to an emergency or during the recovery operation. See Section 5 of the Base Plan for more details on the definitions and categories of critical facilities.

An inventory of critical facilities in the City of Grover Beach from San Luis Obispo County GIS is provided in Table C.7 and illustrated in Figure C.4. A more detailed list of the critical facilities, their location square footage and values from the City’s 2015 HMP can be found as an attachment to this Annex.

Table C.7 City of Grover Beach’s Critical Facilities
Facility Type Counts
Multi-modal Center (Amtrak Station) 1
Community Centers (evacuation centers
including City Hall)
3 Fire Stations 1
Local Law Enforcement 1
Private Schools 1
Public Schools 3
Emergency Communications Facility 1
Sewer Lift Stations 3
Storm Basin Pump Station 1
Water Booster Pumps 1
Water Reservoirs 3
Water Wells & Treatment Facilities 4
Total 23
Source: San Luis Obispo County Planning & Building, HIFLD 2017

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Annex C: City of Grover Beach

San Luis Obispo County Local Hazard Mitigation Plan
City of Grover Beach | February 2020 Annex C.10
Transportation and Lifeline Facilities
State Route 1 and U.S. Highway 101 border the City of Grover Beach on the west and the northeast of the City limits. Route 1 serves as a two-lane arterial for the City and merges with Highway 101 north of the City. In addition to these major transportation routes adjacent to Grover Beach, the City also offers multi-modal transportation options for residents including bike lanes, bus routes and the Grover Beach Train Station.

According to the City’s 2015 LHMP the Grover Beach Train Station is listed as being vulnerable to earthquakes, flooding, wildfire and tsunami hazards. Other vulnerable City owned transportation and lifeline facilities were noted in the 2015 plan with a combined value of nearly $50 million. The complete list of vulnerable transportation and lifeline facilities can be found in an attachment to this Annex.

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Annex C: City of Grover Beach
San Luis Obispo County Local Hazard Mitigation Plan
City of Grover Beach | February 2020 Annex C.11
Figure C.4 City of Grover Beach Critical Facilities

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Annex C: City of Grover Beach
San Luis Obispo County Local Hazard Mitigation Plan
City of Grover Beach | February 2020 Annex C.12
Historic and Cultural Resources
While the City of Grover Beach has no registered state or federal historic sites, there are several assets within Grover Beach that define the community and represent the City’s history. Many of the historical sites of importance to Grover Beach have been converted into different uses but the historic buildings still stand. In honor of the City’s 50th Anniversary a self-guided tour pamphlet was created and lists the following historic sites. • Grover Beach City Hall – 154 South 8th Street
• Precision Automotive (now Grover Beach Fire Station) – 701 Rockaway Avenue • Grover City Hall/Fire Department (now Exploration Station) – 967 Ramona Avenue • Grover City Development (now Spoon Trade Restaurant) – 295 West Grand Avenue • White’s Malt Shop (now Enterprise Rental Car) – 502 West Grand Avenue • The Keen Agency (now Taco De Mexico) – 791 West Grand Avenue • Marshall – Spoo Sunset Funeral Chapel – 1239 Longbranch Avenue • Yeackel’s / Fairlane Department Store (now Ron’s Nursery)– 850 West Grand Avenue • Grover City Shoe – (now South County Sanitary) – 866 West Grand Avenue • Greg’s Restaurant (DarWish Cuisine) – 967 West Grand Avenue • Grover City Pharmacy (now Green Bargain) – 901 West Grand Avenue • First Southern Baptist Church (now Beacon Chiropractic) 902 West Grand Avenue • Grover City Feed Store (now Ben’s Computer Outlet) – 983 West Grande Avenue • Blinking Owl (now Villa Del Mar) – 110 West Grand Avenue • Pizza Fresh – 1301 West Grand Avenue;
• Mobile Station (now Nan’s Bookstore) – 1328 West Grand Avenue • Spears Residence (now Salon Dee) – 122 North 16th Street This is now Hogge Insurance Services • A&W Root Beer (now Higher Grounds) – 1754 Grande Avenue this is now Crossroads Cafe Source: City of Grover Beach Historic Self-Guided Tour http://www.grover.org/DocumentCenter/Home/View/1455 Natural Resources
Natural resources are important to include in benefit-cost analyses for future projects and may be used to leverage additional funding for projects that also contribute to community goals for protecting sensitive natural resources. The City of Grover Beach has designated areas on the coast as Coastal Open Space Zone; according to the City of Grover Beach Local Coastal Program (2014) this zone is designed to protect and preserve sensitive natural areas including but not limited to those containing significant habitat areas, rare or endangered plant and animal species, and erosion-prone lands. Awareness of natural assets and designated natural areas can lead to opportunities for meeting multiple objectives. For instance, protecting wetlands areas protects sensitive habitat as well as attenuates and stores floodwaters.

Economic Assets
Tourism and the industries that support tourists and tourism activities are one of the greatest economic assets in the City of Grover Beach. Additionally, the commercial cannabis industry has taken off and has become a critical economic asset for the City in terms of tax revenue. The City is located close to multiple destinations including Pismo State Beach, Oceano Dunes State Recreation Area, and the Guadalupe-Nipomo Dunes National Wildlife Refuge.

The HMPC reviewed the economic strengths and competitive advantages listed in the City of Grover Beach Final Economic Development Strategy (April 11, 2017), and identified the following:

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City of Grover Beach | February 2020 Annex C.13
• Grover Beach is one of the few areas within the Southern SLO County area that has undeveloped industrial land, however these properties are quickly transforming into developed industrial and commercial holdings. • Growth in commercial cannabis. The commercial cannabis industry has played a major role in the last few years in redeveloping properties, as well as new industrial construction within the undeveloped industrial zone. The City will continue to be a future “synergy” location for commercial cannabis within San Luis Obispo County with testing labs, manufacturing, warehousing, and retail sales of commercial cannabis. • Transient occupancy tax revenue recovered quickly following the Great Recession. The development of additional lodging facilities including the Grover Beach Lodge, the Northeast Grover Beach Mixed-Use Development, and 950 El Camino Real. Development of these hotels will provide Grover Beach with an opportunity to increase tourism to the community.
• Higher quality retail and food service establishments have entered the market and increased the City’s regional draw
• Grover Beach has a reputation as a business-friendly community with a local government that is fairly easy to work with, compared to other communities.

C.3.2 Estimating Potential Losses
Note: This section details vulnerability to specific hazards of high or medium significance, where quantifiable, and/or where (according to Planning Team member input) it differs from that of the overall County.

Table C.6 above shows Grover Beach’s exposure to hazards in terms of number and value of structures. San Luis Obispo County’s parcel and assessor data was used to calculate the improved value of parcels. The most vulnerable structures are those in the floodplain (especially those that have been flooded in the past), unreinforced masonry buildings, and buildings built prior to the introduction of modern-day building codes.

Impacts of past events and vulnerability to specific hazards are further discussed below. (See Section 5.1 for more detailed information about these hazards and their impacts on San Luis Obispo County as a whole.) Dam Incidents
The Lopez Dam, a high hazard earthen dam located upstream from the community, poses the greatest risk to Grover Beach if an incident was to occur. Failure of the Lopez Dam would follow the Arroyo Grande Creek in a westerly direction approximately 3,000 feet in each direction of the centerline of the creek channel. A total of 5,319 persons and 2,392 properties would be inundated in the City of Grover Beach if the Lopez Dam was to fail.

Note that the Lopez Dam inundation mapping used to arrive at this information came from the County of San Luis Obispo’s Planning & Building/GIS Departments.

A majority of properties at risk are residential (2,119 properties) and have a combined value of $539,526,282 (refer to Table C.8 below). Refer to the Critical Facilities in the Lopez Dam Inundation Area, by Type of Facility table, in the Base Plan for details on the type of various types of critical facilities at risk. A failure of the Lopez Dam would also affect Highway 101 impeding or reducing flows of goods, people and resources into and out of Grover Beach and potentially impacting the entire region. There have been no past dam incidents or failures in the jurisdiction of the City of Grover Beach. Refer to the Dam Incidents Section in Chapter 5 of the Base Plan for additional discussion on the potential impacts of dam incidents in the County.

This information was derived from the most recent dam inundation mapping, parcel, and critical facility data available to the County of San Luis Obispo. The Grover Beach planning team added the following comments related to dam failure and inundation hazards:

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City of Grover Beach | February 2020 Annex C.14
• Lopez Dam failure would result in overtopping of Arroyo Grande Creek which would cause a backwater condition in Meadow Creek, primarily along Highway 1 and the Union Pacific Railroad tracks. • There are two facilities deemed critical to the City which are at risk from this flooding: The Train Station and the Front Street Sanitary Sewer Lift Station. However, neither of these was originally included in the countywide critical facility dataset and as such were not mapped or included in tables or summary results. • Grover Beach would be surrounded by flood waters and Highway 101 would be impassible at Oak Park Boulevard if the Lopez Dam were to cause inundation downstream, which would limit ingress/egress to Highway 101 to the northwest and significantly restrict access by emergency services from outside the city.

Table C.8 Lopez Dam Inundation Estimate Losses by Property Type Property Type
Parcel
Count
Improved
Value
Content
Value Total Value Loss Estimate Population
Agricultural 1 $3,139 $3,139 $6,278 $3,139 --
Commercial 120 $24,487,269 $24,487,269 $48,974,538 $24,487,269 -- Government/Utilities 29 -- -- $0 $0 --
Other/Exempt/Misc. 84 $21,487,616 -- $21,487,616 $10,743,808 -- Residential 1,488 $234,335,647 $117,167,824 $351,503,471 $175,751,735 3,735 Multi-Family Residential 316 $74,162,097 $37,081,049 $111,243,146 $55,621,573 793 Mobile/Manufactured Homes 2 $391,213 $195,607 $586,820 $293,410 5 Residential: Other 313 $50,795,230 $25,397,615 $76,192,845 $38,096,423 786 Industrial 21 $8,932,723 $13,399,085 $22,331,808 $11,165,904 -- Vacant 18 $2,764,023 -- $2,764,023 $1,382,012 --
TOTAL 2,392 $417,358,957 $217,731,586 $635,090,543 $317,545,272 5,319 Source: San Luis Obispo County Planning and Building Dept., Assessor’s Office, ParcelQuest, Wood Plc Parcel Analysis

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City of Grover Beach | February 2020 Annex C.15
Figure C.5 City of Grover Beach Dam Inundation Extent

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City of Grover Beach | February 2020 Annex C.16
Figure C. 6 Dam Inundation Map

Source San Luis Obispo County

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San Luis Obispo County Local Hazard Mitigation Plan
City of Grover Beach | February 2020 Annex C.17
Drought and Water Shortage
The City of Grover Beach’s main water supplies are from surface water and groundwater. The surface water supply source is Lake Lopez or the Lopez Project, which is also the main supply for the other communities in the Five Cities Area. Grover Beach has an entitlement of 800 acre-feet per year (afy) from the Lopez Project. Grover Beach also receives a portion of its water supply (1,198 afy) from the Arroyo Grande Plain of the Tri-Cities Mesa Subbasin of the Santa Maria Valley Groundwater Basin which also supplies water for the cities of Arroyo Grande, Pismo Beach and the Oceano CSD. A majority of water consumption is by residential properties. According the San Luis Obispo Council of Government (COG) report, 2050 Regional Growth Forecast for San Luis Obispo County (2017), the figure below shows the projected water demand in the City of Grover Beach from 2015 to 2030. The City of Grover Beach’s population is not expected to grow dramatically by 2035 and as a result the water demand is not projected to increase over the next 20 to 30 years.

Figure C.7 Projected Water Demand in Grover Beach, 2015 to 2030 Source: 2050 Regional Growth Forecast for San Luis Obispo County, San Luis Obispo Council of Governments and Beacon Economics, June 2017 Severe drought events in recent years have caused concerns on the impact on the City’s limited water supply. In 2006 the City of Grover Beach adopted the Water Shortage Contingency Plan which defines what constitutes a recommendation for a water shortage proclamation, provides specific triggers for actions stages and designated responsibilities of City Council and Departments. The Grover Beach City Council annually reviews rainfall and other information on water amounts, and determines the appropriate actions to take. In 2014, with the below average rainfall and low storage levels in Lopez Lake, City Council determined the City’s water supplies were headed towards a condition of severe water shortage. As a result, on June 16, 2014 the City Council declared a Stage III Water Shortage and mandatory water conservation measures. The City had previously been under a Stage II Declaration for two years that placed voluntary prohibitions on water usage. The Declaration required those voluntary prohibitions become mandatory and all customers to reduce their water usage by 10 percent.

Stage III also gave the City the authority to impose penalties for failure to comply with water reduction or use prohibitions.

The returned Data Collection Guide from the City of Grover Beach Planning Team noted that due to the region’s water supply being served by a mix of reservoir and pumped well water, the state-wide drought in California has led to regional impacts, including watering restrictions that according to the Planning Team has led to landscaping on many properties to die, increasing the risk of wildfire for some properties.

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City of Grover Beach | February 2020 Annex C.18
Earthquake
The City of Grover Beach is vulnerable to various types of seismic hazards including fault rupture, groundshaking and liquefaction. The Wilmar Avenue fault is the only mapped fault near the City of Grover Beach. The fault runs along the northern portion of the City limits. The Wilmar Avenue fault is exposed in the sea cliff near Pismo Beach and buried portions are generally aligned along the Highway 101. The fault is considered potentially active and a moderate fault rupture hazard to the City of Grover Beach.

In addition to the Wilmar Avenue fault there are a number of active and potentially active faults in proximity of the Grover Beach that are capable of producing strong groundshaking within the City limits. According to the Technical Background Report of the County Safety Element (1999), the San Andreas fault and the offshore Hosgri fault present the most likely sources of groundshaking for Grover Beach. The following table from the Technical Background Report and recreated for the 2019 Hazard Mitigation Plan, show the potential sources of groundshaking and approximate distance from Grover Beach.

Table C.9 Sources of Groundshaking in the Vicinity of Grover Beach Fault
Approximate
Distance
(kilometers)*
Maximum
Earthquake
Maximum
Probable
Earthquake
Anticipated
Acceleration
Range (g)
Wilmar Avenue 1 6.5 4 0.1-0.7
Blind Thrust Point San Luis 3 7.5 6 0.3-0.7
Los Osos 9 7 5 0.1-0.4
Pecho 6 6.3 3 <0.1-0.3
Casmalia-Orcutt- Little Pine 19 7.5 6 0.1-0.4
Hosgri 21 7.5 6.5 0.2-0.3
Rinconada 23 7.5 6.3 0.1-0.3
Los Alamos- Base Line 27 7 5.8 0.1-0.2
San Andreas 66 8.3 8 0.1-0.2
*Measured from Grand Avenue and North 8th
Source: San Luis Obispo County Safety Element Technical Background Report, December 1999 As a coastal community, portions of Grover Beach are underlain by layers of unconsolidated sand and young alluvium which have a high potential to become liquefied during groundshaking events. The following table shows the various property types in the City of Grover Beach at risk of liquefaction. Based on this analysis residential property types, including mobile and manufactured homes, are at the greatest risk of liquefaction in Grover Beach compared to other types of properties in the community. There are 4,243 residential properties at risk with a combined improved value of $747,660,747. Figure C.8 below depicts the areas of Grover Beach at risk of liquefaction.

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City of Grover Beach | February 2020 Annex C.19
Table C.10 City of Grover Beach Moderate Liquefaction Risk by Property Type Property Type Parcel Count Improved Value
Agricultural 1 $3,139
Commercial 242 $71,707,475
Government/Utilities 37 $21,533
Other/Exempt/Misc. 135 $31,280,820
Residential 3,054 $506,840,814
Multi-Family Residential 600 $135,833,108
Mobile/Manufactured Homes 39 $2,752,757
Residential: Other 550 $102,234,078
Industrial 27 $11,177,087
Vacant 27 $4,262,765
Total 4,712 $866,113,576
Source: San Luis Obispo County Planning and Building Dept., Assessor’s Office, ParcelQuest, Wood Plc Parcel Analysis

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City of Grover Beach | February 2020 Annex C.20
Figure C.8 Areas of the City of Grover Beach at Risk of Liquefaction

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City of Grover Beach | February 2020 Annex C.21
Flood
The City of Grover Beach suffers from regular flooding in isolated areas. Flooding generally occurs after heavy rainfall events and overtopping of creeks and rivers. The Arroyo Grande Creek poses a risk of overtopping and causes Meadow Creek to flood along the western and northern portions of the City. Flooding along Meadow Creek has caused roads to be blocked by flood waters, causing difficulties in access to and egress from portions of the City. According to the City’s Safety Element, northern and western portions of the City adjacent to Meadow Creek are at the greatest risk of being impacted by a 100-year flood. The areas at risk of flooding in the northern portions of the City are isolated to an area south of U.S. 101 and north of Nacimiento Avenue where a mobile home subdivision is located. The South Grover Beach and West Grover Beach neighborhoods are also reported to experience flooding issues. Flooding in the western portion of the City is isolated to areas west of the Union Pacific Railroad tracks and areas just east of the railroad tracks in the southwest corner of the City where drainage is trapped by the railroad grade.

The City’s 2015 LHMP notes two properties located below street level that are subject to local flooding issues.

One parcel located at South 5th Street and Manhattan Avenue is subject to flooding from a 50-year storm event when sandbags are not used or if cars are parked on the street. The second parcel is located at 6th Street and Mentone Avenue is subject to a 75-100-year storm event, but after an asphalt berm was constructed flooding was alleviated under storms of lesser magnitude. Refer to the Flood Section in the Base Plan for further information on the areas of that are at risk of flooding as well as past flood events that have impacted the City of Grover Beach.

Values at Risk
A flood vulnerability assessment was completed during the 2019 update, following the methodology described in Section 5 of the Base Plan. Table C.11 and Table C.12 summarize the values at risk in the City’s 100-year and 500-year floodplain, respectively. These tables also detail loss estimates for each flood.

Table C.11 City of Grover Beach’s FEMA 1% Annual Chance Flood Hazard by Property Type Property Type Parcel Count Improved Value Content Value Total Value Loss Estimate Commercial 1 $751,181 $751,181 $1,502,362 $375,591
Government/Utilities 4 -- -- $0 $0
Other/Exempt/Misc. 1 -- -- $0 $0
Residential 6 $928,659 $464,330 $1,392,989 $348,247
Mobile/Manufactured Homes 21 $1,087,774 $543,887 $1,631,661 $407,915 Total 33 $2,767,614 $1,759,398 $4,527,012 $1,131,753
Source: San Luis Obispo County Planning and Building Dept., Assessor’s Office, ParcelQuest, Wood Plc Parcel Analysis Table C.12 City of Grover Beach’s FEMA 0.2% Annual Chance Flood Hazard by Property Type Property Type Parcel Count Improved Value Content Value Total Value Loss Estimate Government/Utilities 1 -- -- $0 $0
Other/Exempt/Misc. 1 $137,118 -- $137,118 $34,280
Mobile/Manufactured Homes 1 $116,341 $58,171 $174,512 $43,628 Vacant 1 $62,500 -- $62,500 $15,625
Total 4 $315,959 $58,171 $374,130 $93,532
Source: San Luis Obispo County Planning and Building Dept., Assessor’s Office, ParcelQuest, Wood Plc Parcel Analysis

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Based on this analysis, the City of Grover Beach has significant assets at risk to the 100-year and greater floods.

There are 33 improved parcels located within the 100-year floodplain for a total value of over $4 million. An additional 4 improved parcels valued at $374,130 fall within the 500-year floodplain.

Applying the 25 percent damage factor as previously described in Section 5 of the Base Plan, there is a 1 percent chance in any given year of a 100-year flood causing roughly $1 million in damage in the City of Grover Beach, and a 0.2 percent chance in any given year of a 500-year flood causing $1,225,285 in damages (combined damage from both floods). The tables above show the properties at risk to flooding in the City of Grover Beach in relation to the mapped floodplain, based on the parcels that have improvements and parcel centroids that intersect the flood hazard areas.

Limitations: This model may include structures in the floodplains that are elevated at or above the level of the base-flood elevation, which will likely mitigate flood damage. Also, the assessed values are well below the actual market values. Thus, the actual value of assets at risk may be significantly higher than those included herein.

Population at Risk
Using parcel data from the County and the digital flood insurance rate map, population at risk was calculated for the 100-year and 500-year floods based on the number of residential properties at risk and the average number of persons per household (2.47). The following are at risk to flooding in the City of Grover Beach:
• 100-year flood— 68 people
• 500-year flood— 3 people
• Total flood— 71 people
Insurance Coverage, Claims Paid, and Repetitive Losses
The City of Grover Beach joined the National Flood Insurance Program (NFIP) on August 1, 1984. NFIP Insurance data indicates that as of April 18, 2019, there were 36 flood insurance policies in force in the City with $9,940,700 of coverage. All 36 policies were residential (32 for single-family homes, 2 for 2-4-unit homes and 2 for all other residential). There are 8 polices in A01-30 & AE zones and no policies in A zones. The remaining 28 are in B, C, and X zones.

There have been 2 historical claims for flood losses totaling $14,881.56. Both claims were for residential properties (1 single family and 1 2-4 family) and were in B, C or X zones; According to the FEMA Community Information System accessed 4/18/2019 there are no Repetitive Loss or Severe Repetitive Loss properties located in the jurisdiction.

Critical Facilities at Risk
Critical facilities are those community components that are most needed to withstand the impacts of disaster as previously described. Based on GIS analysis of the provided critical facility dataset by the County of San Luis Obispo combined with the HIFLD dataset, there are no critical facilities at risk of flooding in a 100-year or 500- year storm event. However, the Planning Team notes that the City’s Train Station as well as the Nacimiento Sanitary Sewer Lift Station (and possibly other critical facilities not included in the countywide dataset used for analysis) should be at risk of flooding of the 100-year event, as they fall within the AE special flood hazard areas.

Coastal Storm/Coastal Erosion/Sea Level Rise
The City of Grover Beach is characterized by its sandy beaches backed by low sand dunes covered with dense vegetation. The sandy beaches provide structures and development with moderate protection from storm

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City of Grover Beach | February 2020 Annex C.23
waves, although active erosion of beaches and dunes currently impacts low-lying coastal recreation uses (i.e. golf course), commercial, and residential (i.e. mobile homes) structures. The City has been impacted by storm wave hazards in the past; during a winter storm in 1983, timber beach access ramps were damaged by storm waves.

Refer to Section 5 of the Base Plan for more information on the risk that coastal hazards pose to San Luis Obispo County and the City of Grover Beach.

As part of the 2019 HMP planning effort, a sea level rise risk assessment was completed to determine how sea level rise may affect coastal jurisdictions and critical facilities and how coastal flooding might be exacerbated in the future. Table C.13 and Table C.14 summarize the properties at risk of inundation by sea level rise and sea level rise combined with a 1% annual chance coastal flood. The area of inundation by sea level rise and sea level rise combined with the 1% coastal flood are shown in Figure C.9 and Figure C.10, respectively. No critical facilities were determined to be at risk in the sea-level rise scenarios. See Section 5.3.4 Coastal Storm/Coastal Erosion/Sea Level Rise in the base plan for more details on the scenarios and data sources used for this analysis.

Table C.13 Properties Inundated by Sea Level Rise and Sea Level Rise with 1% Annual Chance Flood Property Type
25-cm
SLR
75-cm
SLR
300-cm
SLR
25-cm SLR
w/ 1% Flood
75-cm SLR
w/ 1% Flood
300-cm SLR
w/ 1% Flood
Commercial -- -- 6 -- -- 6
Government/Utilities -- -- 4 -- -- 7
Other/Exempt/Misc. -- -- 4 -- -- 9
Residential -- -- 2 -- -- 15
Multi-Family Residential -- -- 3 -- -- 9
Mobile/Manufactured Homes -- -- -- -- -- 1
Industrial -- -- 1 -- -- 3
Total -- -- 20 -- -- 50
Source: Wood analysis with USGS CoSMoS 3.1 data
Table C.14 Improved Values of Properties Inundated by Sea Level Rise and Sea Level Rise with 1% Annual Chance Flood
Property Type
25-cm
SLR
75-cm
SLR
300-cm
SLR
25-cm SLR
w/ 1% Flood
75-cm SLR
w/ 1% Flood
300-cm SLR
w/ 1% Flood
Commercial -- -- $834,388 -- -- $834,388
Government/Utilities -- -- -- -- -- --
Other/Exempt/Misc. -- -- $3,181,722 -- -- $3,883,627
Residential -- -- $198,637 -- -- $1,675,517
Multi-Family Residential -- -- $971,575 -- -- $3,466,989 Mobile/Manufactured Homes -- -- -- -- -- $305,343
Industrial -- -- $62,392 -- -- $107,956
Total -- -- $5,248,714 -- -- $10,273,820
Source: Wood analysis with USGS CoSMoS 3.1 data

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City of Grover Beach | February 2020 Annex C.24
Figure C.9 Grover Beach Sea Level Rise Scenario Analysis: Tidal Inundation Only

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Figure C.10 Grover Beach Sea Level Rise Scenario Analysis: Tidal Inundation and 1% Annual Chance Flood

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Tsunami and Seiche
Tsunami inundation poses a risk to all coastal communities in the County of San Luis Obispo. Offshore faults and related seismic activity could cause a tsunami event off the coast of Grover Beach, even if the faults are thousands of miles away. Grover Beach’s wide beaches and coastal dunes in general provide protection from coastal hazards, although the low-lying areas where Meadow Creek meets the ocean is considered to be at moderate risk of tsunami hazards. Based on the GIS analysis there is one critical facility, a water treatment facility, that is at risk of tsunami inundation. According to the City’s 2015 LHMP the areas shown on Figure C.8 are vulnerable to tsunami hazards.

Table C.13 below breaks down the tsunami risk in the City of Grover Beach by property type.

Table C.15 Properties at Risk of Tsunami Inundation
Property Type
Property
Count
Improved
Value
Content
Value Total Value Loss Estimate Population
Commercial 64 $11,703,763 $11,703,763 $23,407,526 $23,407,526 -- Government/Utilities 14 -- -- $0 $0 --
Other/Exempt/Misc. 34 $15,190,469 -- $15,190,469 $15,190,469 -- Residential 59 $6,180,075 $3,090,038 $9,270,113 $9,270,113 148 Multi-Family Residential 31 $8,830,232 $4,415,116 $13,245,348 $13,245,348 78 Mobile/Manufactured
Homes
1 $305,343 $152,672 $458,015 $458,015 3
Residential: Other 8 $1,100,411 $550,206 $1,650,617 $1,650,617 20 Industrial 14 $5,461,004 $8,191,506 $13,652,510 $13,652,510 -- Vacant 8 $1,859,350 -- $1,859,350 $1,859,350 --
Total 233 $50,630,647 $28,103,300 $78,733,947 $78,733,947 249 Source: San Luis Obispo County Planning and Building Dept., Assessor’s Office, ParcelQuest, Wood Plc Parcel Analysis Based on this analysis there are 233 properties with a combined value of over $78 million vulnerable to the impacts of a tsunami. Of the properties at risk, 99 are residential properties (including mobile/manufactured homes) and have a combined loss estimate of over $16 million and 64 are commercial properties.

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City of Grover Beach | February 2020 Annex C.27
Figure C.11 Areas of City of Grover Beach at Risk to Tsunami Inundation

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The area along Highway 1 is also expected to be in the tsunami inundation zone, which would have cascading impacts on people being able to evacuate. The LPT noted that Grover Beach swells with beachgoing tourists including an estimated 10,000 to 40,000 visitors to the Oceano Dune State Park on a busy summer weekend or holiday; these visitors may not be familiar with the risk posed by tsunamis, leading them to ignore warnings.

Refer to Section 5 of the Base Plan for additional information related to the past tsunami events and analysis on future vulnerability.

Human Caused: Hazardous Materials
The Cal OES Warning Center reports 21 hazardous materials incidents in the City of Grover Beach from 1994 through October 24, 2018; as noted in Section 5.3.13 of the county plan, this likely excludes a large number of unreported minor spills. This constitutes 1% of the hazardous materials incidents reported countywide during the same time frame and averages out to roughly 0.8 incidents per year. As noted in Section 5.3.13, only around 6% of reported hazardous materials incidents result in injuries, fatalities, or evacuations. As shown in Base Plan there are no significant hazardous materials facilities located in the City. However, Grover Beach sits within the Emergency Planning Zone for the Diablo Canyon Nuclear Power Plant.

Capability Assessment
Capabilities are the programs and policies currently in use to reduce hazard impacts or that could be used to implement hazard mitigation activities. This capabilities assessment is divided into five sections: regulatory mitigation capabilities, administrative and technical mitigation capabilities, fiscal mitigation capabilities, mitigation outreach and partnerships, and other mitigation efforts.

To develop this capability assessment, the jurisdictional planning representatives used a matrix of common mitigation activities to inventory which of these policies or programs were in place. The team then supplemented this inventory by reviewing additional existing policies, regulations, plans, and programs to determine if they contributed to reducing hazard-related losses.

During the plan update process, this inventory was reviewed by the jurisdictional planning representatives and Wood consultant team staff to update information where applicable and note ways in which these capabilities have improved or expanded. Additionally, in summarizing current capabilities and identifying gaps, the jurisdictional planning representatives also considered their ability to expand or improve upon existing policies and programs as potential new mitigation strategies. The City of Grover Beach’s capabilities are summarized below.

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C.4.1 Regulatory Mitigation Capabilities
Table C.16 City of Grover Beach Regulatory Mitigation Capabilities Regulatory Tool Yes/No Comments
General plan Yes
Zoning ordinance Yes
Subdivision ordinance Yes
Growth management ordinance Yes
Floodplain ordinance Yes Chapter 5 Development Code, 2012 Other special purpose ordinance (stormwater,
water conservation, wildfire) Yes Stormwater only
Building code Yes
Fire department ISO rating Yes 3
Erosion or sediment control program Yes
Stormwater management program Yes
Site plan review requirements Yes
Capital improvements plan Yes
Economic development plan Yes City of Grover Beach Final Economic Development Strategy April 11, 2017
Local emergency operations plan Yes
Other special plans Yes
Local Coastal Program (Aug. 15, 2014), Open
Space Management Plan, Continuity of
Operations Plan; Recovery Plan
Flood Insurance Study or other engineering
study for streams Yes
Elevation certificates (for floodplain
development) Yes
C.4.2 Administrative/Technical Mitigation Capabilities
Table C.17 identifies the personnel responsible for activities related to mitigation and loss prevention in Grover Beach

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Table C.17 City of Grover Beach Administrative/Technical Mitigation Capabilities Personnel Resources
Yes/
No Department/Position
Planner/engineer with knowledge of land
development/land management practices Yes Community Development, Public Works Director/Engineer Engineer/professional trained in construction
practices related to buildings and/or infrastructure Yes Public Works Director/Engineer, Building official (contract) Planner/engineer/scientist with an understanding of
natural hazards Yes Public Works Director/Engineer, Building official (contract) Personnel skilled in GIS Yes Community Development
Full time building official No Contract
Floodplain manager Yes Public Works Director/Engineer (?) Emergency manager Yes
Grant writer No
GIS Data Resources
(Hazard areas, critical facilities, land use, building
footprints, etc.)
Yes
Warning systems/services
(Reverse 9-11, outdoor warning signals) Yes
C.4.3 Fiscal Mitigation Capabilities
Table C.18 identifies financial tools or resources that the City could potentially use to help fund mitigation activities.

Table C.18 City of Grover Beach Fiscal Mitigation Capabilities Financial Resources
Accessible/Eligible
to Use (Yes/No)
Community Development Block Grants Yes
Capital improvements project funding Yes
Authority to levy taxes for specific purposes Yes (As needed) Fees for water, sewer, gas, or electric services No
Impact fees for new development Yes
Incur debt through general obligation bonds Yes
Incur debt through special tax bonds Yes
Incur debt through private activities No
Withhold spending in hazard prone areas No
C.4.4 Opportunities for Enhancement
Based on the capabilities assessment, the City of Grover Beach has several existing mechanisms in place that already help to mitigate hazards. In Grover Beach’s 2015 LHMP the City conducted a “self-assessment of capability” in which they rated (limited to high) the degree of capability they believed the community had. The City noted having a high degree of capability for planning and regulatory capabilities and political capability, but a moderate rating for their administrative, technical, and fiscal capabilities. This may be an opportunity for the City to expand or improve on these policies and programs to further protect the community. Future

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improvements may include providing training for staff members related to hazards or hazard mitigation grant funding in partnership with the County and Cal OES. Additional training opportunities will help to inform City staff members on how best to integrate hazard information and mitigation projects into their departments.

Continuing to train City staff on mitigation and the hazards that pose a risk to the City of Grover Beach will lead to more informed staff members who can better communicate this information to the public.

Mitigation Strategy
C.5.1 Mitigation Goals and Objectives
During the 2019 Planning Process the Grover Beach Planning Team reviewed the mitigation goals and objectives from the 2015 LHMP and determined the existing number and intent of the goals and objectives continue to be appropriate, and no revisions or additions were necessary. The City of Grover Beach’s 2019 hazard mitigation goals and objectives are the following:

Goal 1. Minimize the level of damages and losses due to earthquake.

Objective 1.a - Develop a comprehensive approach to reducing the level of damage and losses due to earthquakes.

Objective 1.b – Perform a safety review of all current City structures and facilities, paying close attention to disaster proofing all facilities. Convene a group of department heads to prioritize the needs and research funding strategies.

Objective 1.c – Develop disaster preparedness caches of supplies, tools, and equipment for use by City employees, so that they may continue to perform their duties during a major emergency.

Goal 2. Minimize the level of damage and losses due to flooding.

Objective 2.a – Research and identify flooding vulnerability within the City of Grover Beach.

Goal 3. Minimize the level of damage and losses to people due to wildland and structure fires.

Objective 3.a – Educate the public about wildland and structure fire danger.

Goal 4. Minimize the level of damage and losses to people and surrounding areas due to tsunami events and increase understanding and response to tsunamis.

Objective 4.a – Increase the understanding and response to tsunamis within the community by working with Federal and State agencies to better understand and prepare for the hazards of tsunamis, and improve the ability to respond to tsunami warnings provided by NOAA’s West Coast and Alaska Tsunami Warning Center.

Goal 5. Minimize the potential for dam failure and the impacts from such incidents.

Objective 5.a – Work with regional partners to reduce the negative impact on the community as a result of a dam incident or failure through proper planning and infrastructure maintenance and improvement.

Objective 5.b – Develop a public outreach program to educate residents and businesses in the dam failure inundation areas on their responsibilities and emergency preparedness.

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Objective 5.c – Develop a dam failure emergency response plan.

Objective 5.d – Develop a hazard alert system to allow the city and regional partners to contact and alert our residents and businesses about the possibility of a dam failure and flooding caused by a dam failure.

Continued Compliance with the National Flood Insurance Program The City has been an NFIP participating community since 1984. In addition to the mitigation actions identified herein the City will continue to comply with the NFIP. This includes ongoing activities such as enforcing local floodplain development regulations, including issuing permits for appropriate development in Special Flood Hazard Areas and ensuring that this development is mitigated in accordance with the regulations. This will also include periodic reviews of the floodplain ordinance to ensure that it is clear and up to date and reflects new or revised flood hazard mapping.

C.5.2 Completed 2015 Mitigation Actions
Grover Beach has not completed any of the mitigation actions from the 2015 LHMP, although of Grover Beach’s thirteen mitigation actions, nine (9) are implemented annually and two (2) are in progress to be completed.

These actions that are implemented annually help to reduce vulnerability to hazards and increase local capability to implement additional mitigation actions.

C.5.3 Mitigation Actions
The planning team for the City of Grover Beach identified and prioritized the following mitigation actions based on the risk assessment. Background information and information on how each action will be implemented and administered, such as ideas for implementation, responsible office, potential funding, estimated cost, and timeline, are also included. Actions were prioritized using the process described in Section 7.2.1 of the Base Plan.

Actions with an ‘*’ are those that mitigate losses to future development.

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Table C. 19 City of Grover Beach’s Mitigation Action Plan ID Hazard(s)
Mitigated Description/Background/Benefits Lead Agency and Partners Cost
Estimate
Potential
Funding Priority Timeline
Status/
Implementation
Notes
GB.1
Adverse
Weather:

Wind, Rain,
Heat
Reduce the negative impact on the community due to
weather-related incidents that could include heavy
rain, high winds and extreme heat. Benefits: Improved
water runoff in low-lying areas, reduced pooling and
low impact street flooding; tree trimming, and removal
of old trees will reduce falling limbs and trees
Public Works
Department
$125,000
-
$250,000
PDM grants;
general funds;
capital
improvement
funds; staff
time
Low 3-5 yrs. New
GB.2
Agricultural
Pest
Infestation
and Disease
Help reduce the negative impact on the agricultural
community due to pest infestation and disease.

Benefits: Through community development and
planning, work with existing agricultural property
owners to develop safeguards to protect against pest
infestation and disease
Community
Development
Department
Little to
no Cost
Private
funding and
staff time
Medium 3-5 yrs. New
GB.3*
Coastal
Storm,
Erosion and
Sea Level
Rise
Work in partnership with the State of California and
County of San Luis Obispo to identify community
impacts associated with coastal erosion through sea
level rise and storms. In coordination with the State
and County, map areas of the City that may be
affected by sea level rise. Benefits: Lessen the impacts on the community from the effects of sea level rise and coastal erosion
Public Works
Department;
Community
Development;
Emergency
Preparedness
Less than
$10,000
PDM grants;
general funds;
capital
improvement
funds; staff
time
Medium
More
than 5
yrs.

New
GB.4* Dam Failure
In collaboration with state, county and other local
governments, reduce the negative impact on the
community as a result of a dam incident or failure
through proper planning and infrastructure
maintenance and improvement. City Staff will map
areas of potential inundation via its Geographic
Informational System and continue to implement the
San Luis Obispo County Office of Emergency Services
(OES) Emergency Plan. Benefits: Lessen the potential
Public Works
Department;
Community
Development;
Emergency
Preparedness
Less than
$10,000
PDM grants;
general funds;
capital
improvement
funds; staff
time
Medium 3-5 yrs. New

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ID Hazard(s)
Mitigated Description/Background/Benefits Lead Agency and Partners Cost
Estimate
Potential
Funding Priority Timeline
Status/
Implementation
Notes
for dam failure and reduce the likelihood of this hazard occurring
GB.5* Drought
In collaboration with state, county and other local
governments, reduce the negative impact of drought
on the community through proper planning and
infrastructure maintenance and improvement; continue
to monitor well levels to prevent seawater intrusion
while pursuing opportunities for regional recycled
water projects that will result in groundwater injection; implement water efficient landscaping. Benefits: Avoid
sea water intrusion; lessen potential negative impacts
on the community as a result of drought or water
shortage
Public Works;
Community
Development
Department
Less than
$10,000
PDM grants;
general funds;
capital
improvement
funding; staff
time
Medium
More
than 5
yrs.

New
GB.6 Earthquake Identify and catalog seismically vulnerable structures Emergency Preparedness
Less than
$10,000
PDM Grant,
General
Funds, Capital
Improvement
funds, Staff
time
High
More
than 5
yrs.

Deferred. Limited
URM structures.

Limited staff and
fiscal resources
GB.7* Earthquake Implement policies, procedures and regulations which reduce the exposure to earthquake hazards
Emergency
Preparedness
Little to
no cost
PDM Grant,
General
Funds, Capital
Improvement
funds, Staff
time
High
More
than 5
yrs.

Annual
Implementation.

Building and Fire
Codes
GB.8 Earthquake Protect the improved property and infrastructure vulnerable to earthquake hazards
Emergency
Preparedness
Less than
$10,000
PDM Grant,
General
Funds, Capital
Improvement
High
More
than 5
yrs.

Annual
Implementation.

Building and Fire
Codes

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ID Hazard(s)
Mitigated Description/Background/Benefits Lead Agency and Partners Cost
Estimate
Potential
Funding Priority Timeline
Status/
Implementation
Notes
funds, Staff
time
GB.9 Fire Encourage the 100' Defensible Space around
structures in the Wildland Urban Interface
Fire
Department
Little to
no cost
California Fire
Safe Council,
Fire
Prevention
Grant
Funding, PDM
Grant,
General
Funds, Capital
Improvement
funds, Staff
Time
Medium Annual Annual
Implementation
GB.10 Fire Continue weed abatement program
Fire
Department
Little to
no cost
California Fire
Safe Council,
Fire
Prevention
Grant
Funding, PDM
Grant,
General
Funds, Capital
Improvement
funds, Staff
Time
Medium Annual Annual
Implementation
GB.11
*
Fire Enforce building codes and ordinances that eliminate the use of wood shake roofs
Fire
Department
Little to
no cost
California Fire
Safe Council,
Fire
Prevention
Medium Annual Annual
Implementation

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ID Hazard(s)
Mitigated Description/Background/Benefits Lead Agency and Partners Cost
Estimate
Potential
Funding Priority Timeline
Status/
Implementation
Notes
Grant
Funding, PDM
Grant,
General
Funds, Capital
Improvement
funds, Staff
Time
GB.12
*
Fire Enforce codes and ordinances that require fire
sprinkler systems in all new structures constructed
Fire
Department
Little to
no cost
California Fire
Safe Council,
Fire
Prevention
Grant
Funding, PDM
Grant,
General
Funds, Capital
Improvement
funds, Staff
Time
Medium Annual Annual
Implementation
GB.13
*
Fire
Create a Fire-Smart Community by developing a
comprehensive approach to reducing damage and loss
due to fires; encourage the 100' defensible space
around structures in the Wildland-Urban Interface
(WUI); continue weed abatement program to reduce
the threat of fire around open spaces; enforce building codes and ordinances that eliminate the use of wood
shake roofs; enforce codes and ordinances that require
fire sprinkler systems consistent with the California
Building Code
Fire
Department;
Community
Development;
Emergency
Preparedness
Little to
no cost
California Fire
Safe Council;
Fire
Prevention
Grants; PDM
Grants; FEMA
funding;
General
Funding;
Capital
Improvement
Medium
More
than 5
yrs.

New

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ID Hazard(s)
Mitigated Description/Background/Benefits Lead Agency and Partners Cost
Estimate
Potential
Funding Priority Timeline
Status/
Implementation
Notes
Funds; Staff
Time
GB.14
*
Flood
Implement policies procedures and regulations which
reduce the exposure to flood hazards; protect the
improved property, natural resources and life
vulnerable to flood hazards; reduce the vulnerability of community assets, particularly research and identify
flooding vulnerability within the city by identifying
flood vulnerability within the city by identifying parcels with flood zones; identify funding needs and funding
sources; apply for pre-disaster mitigation grants and
commence mitigation projects; conclude mitigation
projects; evaluate effectiveness of mitigation actions
and critical facilities located in the 100-year floodplain Public Works;
Parks and
Recreation;
Community
Development;
Emergency
Preparedness
Little to
no cost
PDM grants;
general funds;
capital
improvement
funds; staff
time
Medium
More
than 5
yrs.

New
GB.15
*
Flood Implement policies, procedures and regulations which reduce the exposure to flood hazards
Recreation
and
Maintenance
Services,
Public Works
and
Emergency
Preparedness
Little to
no cost
PDM Grant,
General
Funds, Capital
Improvement
funds, Staff
time
High
More
than 5
yrs.

Annual
Implementation
GB.16 Flood Protect the improved property and infrastructure vulnerable to flood hazards
Recreation
and
Maintenance
Services,
Public Works
and
Emergency
Preparedness
$500,000
to
$1,000,00
0 PDM Grant,
General
Funds, Capital
Improvement
funds, Staff
time
High
More
than 5
yrs.

Annual
Implementation

Page 109 of 756 ends

Annex C: City of Grover Beach

San Luis Obispo County Local Hazard Mitigation Plan
City of Grover Beach | February 2020 Annex C.34
ID Hazard(s)
Mitigated Description/Background/Benefits Lead Agency and Partners Cost
Estimate
Potential
Funding Priority Timeline
Status/
Implementation
Notes
GB.17 Flood
Reduce the vulnerability of community assets,
particularly critical facilities, located in the 100-year floodplain
Recreation
and
Maintenance
Services,
Public Works
and
Emergency
Preparedness
$500,000
to
$1,000,00
0 PDM Grant,
General
Funds, Capital
Improvement
funds, Staff
time
High
More
than 5
yrs.

Annual
Implementation
GB.18 Hazardous
Materials
Require businesses that use, store or transport
hazardous materials to ensure that adequate measures
are taken to protect public health and safety;
coordinate with allied agencies to prepare for hazmat
incidents; support training and exercises in response to hazmat incidents; coordinate responses and
investigations with the county hazmat team and Five
Cities Fire; add gas pipeline mapping to the City's GIS resources; continue to monitor the manufacture,
storage, transport of hazardous materials by working
with environmental health and public safety agencies
to identify effective mitigation actions or requirements that will help reduce the risk of incidents, including the spread of released materials; coordinate with the rail
line industries to prepare for train-related hazmat
incidents
Fire
Department;
Community
Development;
Emergency
Preparedness
Less than
$10,000
California Fire
Safe Council;
Fire
Prevention
Grants; PDM
Grants; FEMA
funding;
General
Funding;
Capital
Improvement
Funds; Staff
Time
Medium 3-5 yrs. New
GB.19 Tsunami
Develop a comprehensive action plan to reduce
damage from a tsunami; display standardized and easy
to read signs alerting community members of tsunami
hazard zones, evacuation routes and evacuation sites;
review tsunami inundation areas and educational
needs; review emergency policies and training needs;
review tsunami maps and evacuation plans
Public Works;
Community
Development;
Emergency
Services
$10,000
to
$50,000
PDM grants;
general funds;
capital
improvement
funds; staff
time
Medium 3-5yrs. New

Page 110 of 756 ends

Annex C: City of Grover Beach

San Luis Obispo County Local Hazard Mitigation Plan
City of Grover Beach | February 2020 Annex C.35
ID Hazard(s)
Mitigated Description/Background/Benefits Lead Agency and Partners Cost
Estimate
Potential
Funding Priority Timeline
Status/
Implementation
Notes
GB.20 Tsunami Review Tsunami inundation areas and educational needs
Police
Department
Little to
no costs
PDM Grant,
General
Funds, Capital
Improvement
funds, Staff
time
Medium 3-5 yrs.

In progress.

Countywide
Tsunami Plan,
and identification
of local resource
needs. Staff and
fiscal constraints
GB.21 Tsunami Review emergency policies and training needs Police Department
Little to
no costs
PDM Grant,
General
Funds, Capital
Improvement
funds, Staff
time
Medium Annual Annual
Implementation
GB.22 Tsunami Review Tsunami plans, maps, and evacuation plans Police Department
Little to
no costs
PDM Grant,
General
Funds, Capital
Improvement
funds, Staff
time
Medium 3-5 yrs.

In progress.

Countywide
Tsunami Plan,
and identification
of local resource
needs. County
Fire Chiefs
identified cityspecific
evacuation plans
as a strategic
priority. Staff and
fiscal constraints
GB.23 Dam Failure
Work with our regional partners to reduce the negative
impact on the community as a result of a dam incident
or failure through proper planning and infrastructure
maintenance and improvement.

Public Works
Department,
Community
Development
Department,
$50,00 -
$100,000
PDM Grant,
FEMA grant,
General
Funds, Capital
Improvement
Medium 5 yrs New

Page 111 of 756 ends

Annex C: City of Grover Beach
San Luis Obispo County Local Hazard Mitigation Plan
City of Grover Beach | February 2020 Annex C.36
ID Hazard(s)
Mitigated Description/Background/Benefits Lead Agency and Partners Cost
Estimate
Potential
Funding Priority Timeline
Status/
Implementation
Notes
Emergency
Preparedness
funds, Staff
time
GB.24 Dam Failure
Develop a public outreach program to educate
residents and businesses in the dam failure inundation
areas on their responsibilities and emergency
preparedness.

Public Works
Department,
Community
Development
Department,
Emergency
Preparedness
$2,500 -
$5,000
PDM Grant,
FEMA grant,
General
Funds, Capital
Improvement
funds, Staff
time
Medium 2-3 yrs New
GB.25 Dam Failure Develop a dam failure emergency response plan.

Public Works
Department,
Community
Development
Department,
Emergency
Preparedness
$5,000 to
$10,000
PDM Grant,
FEMA grant,
General
Funds, Capital
Improvement
funds, Staff
time
Medium 2-3 yrs New
GB.26 Dam Failure
Develop a hazard alert system to allow the city and
regional partners to contact and alert our residents
and businesses about the possibility or a dam failure
and flooding caused by a dam failure.

Public Works
Department,
Community
Development
Department,
Emergency
Preparedness
Less than
$1,000,00
0 PDM Grant,
FEMA grant,
General
Funds, Capital
Improvement
funds, Staff
time
Low -
Medium 5 yrs New
* mitigates losses to future development

Page 112 of 756 ends

Annex C: City of Grover Beach
San Luis Obispo County Local Hazard Mitigation Plan
City of Grover Beach | February 2020 Annex C.36
Implementation and Maintenance
Moving forward, the City will use the mitigation action table in the previous section to track progress on implementation of each project. As illustrated in Section 7.3.1 of the Base Plan, much progress has been made since the plan was originally developed. Implementation of the plan overall is discussed in Section 8 in the Base Plan.

C.6.1 Incorporation into Existing Planning Mechanisms
The information contained within this plan, including results from the Vulnerability Assessment, and the Mitigation Strategy will be used by the City to help inform updates and the development of local plans, programs and policies. The Public Works Department may utilize the hazard information when designing and implementing the City’s capital improvement projects, and the Planning and Building Divisions within the Community Development Department may utilize the hazard information when reviewing a site plan or other type of development applications. The City will also incorporate this LHMP into the Safety Element of their General Plan, as recommended by Assembly Bill (AB) 2140.

As described in Section 8 Implementation and Monitoring, the HMPC representatives from Grover Beach will report on efforts to integrate the hazard mitigation plan into local plans, programs and policies and will report on these efforts at the annual HMPC plan review meeting.

C.6.2 Monitoring, Evaluation and Updating the Plan
The City will follow the procedures to monitor, review, and update this plan in accordance with San Luis Obispo County as outlined in Section 8 of the Base Plan. The City will continue to involve the public in mitigation, as described in Section 8.3 of the Base Plan. The Chief of Police will be responsible for representing the City in the County HMPC, and for coordination with City staff and departments during plan updates. The City realizes it is important to review the plan regularly and update it every five years in accordance with the Disaster Mitigation Act Requirements as well as other State of California requirements.

Page 113 of 756 ends

Appendix C‐ 60 Day Notification to Cities and Counties
C i t y o f G r o v e r B e a c h

DEPARTMENT OF PUBLIC WORKS
154 S. 8th Street ❖Grover Beach, CA 93433 ❖805/473-4530 ❖[email protected] Visit our website at www.groverbeach.org
October 8, 2021
Wade Horton
County Administrative Officer
County of San Luis Obispo Public Works Department
1055 Monterey Street
San Luis Obispo, CA 93408
Subject: City of Grover Beach Urban Water Management Plan Update – 60 Day Notification Letter Dear Mr. Horton:

The City of Grover Beach (City) is currently in the process of reviewing and updating its Urban Water Management Plan (UWMP) for the 2020 cycle. The City is also preparing a Water Shortage Contingency Plan (WSCP), a detailed proposal for the City’s actions in the event of a water shortage condition. The Department of Water Resources requires water suppliers to update their UWMP every five years. Among other things, the UWMP will evaluate current and projected water supplies and demands within the City’s service area over a 20-year planning horizon.

The City encourages local agencies, the public, and other interested parties in its service area to participate in the update process. If necessary, a stakeholder workshop may be scheduled in November 2021 to review the administrative draft. The City plans to make a copy of the draft 2020 UWMP and WSCP available for public review by October 2021. At that time, the plans will be available for review on the City’s website, https://www.grover.org/.

The City of Grover Beach will review and take action on the 2020 UWMP and WSCP at its December City Council Meeting on December 13, 2021 at 6:00 PM at the Council Chamber. Members of the public are welcome to attend. Thank you for your involvement with the City’s 2020 UWMP and WSCP. Please send comments to:

Robert Lepore, GISP
MKN & Associates, Inc.
(805) 904-6530
[email protected]
Sincerely,
Gregory A. Ray, PE
Public Works Director/City Engineer
C i t y o f G r o v e r B e a c h

DEPARTMENT OF PUBLIC WORKS
154 S. 8th Street ❖Grover Beach, CA 93433 ❖805/473-4530 ❖[email protected] Visit our website at www.groverbeach.org
October 8, 2021
Bill Robeson
Public Works Director
City of Arroyo Grande
300 E. Branch St.

Arroyo Grande, CA 93420
Subject: City of Grover Beach Urban Water Management Plan Update – 60 Day Notification Letter Dear Mr. Robeson:

Robert Lepore, GISP
MKN & Associates, Inc.
(805) 904-6530
[email protected]
Sincerely,
Gregory A. Ray, PE
Public Works Director/City Engineer
C i t y o f G r o v e r B e a c h

DEPARTMENT OF PUBLIC WORKS
154 S. 8th Street ❖Grover Beach, CA 93433 ❖805/473-4530 ❖[email protected] Visit our website at www.groverbeach.org
October 8, 2021
Benjamin A. Fine, PE
Director of Public Works/City Engineer
City of Pismo Beach
760 Mattie Road
Pismo Beach, CA 93449
Subject: City of Grover Beach Urban Water Management Plan Update – 60 Day Notification Letter Dear Mr. Fine:

Robert Lepore, GISP
MKN & Associates, Inc.
(805) 904-6530
[email protected]
Sincerely,
Gregory A. Ray, PE
Public Works Director/City Engineer
C i t y o f G r o v e r B e a c h

DEPARTMENT OF PUBLIC WORKS
154 S. 8th Street ❖Grover Beach, CA 93433 ❖805/473-4530 ❖[email protected] Visit our website at www.groverbeach.org
October 8, 2021
Will Clemens
General Manager
Oceano Community Services District
1655 Front Street
Oceano, CA 93445
Subject: City of Grover Beach Urban Water Management Plan Update – 60 Day Notification Letter Dear Mr. Clemens:

Robert Lepore, GISP
MKN & Associates, Inc.
(805) 904-6530
[email protected]
Sincerely,
Gregory A. Ray, PE
Public Works Director/City Engineer
Appendix D‐ Adoption Resolution
Agenda Item No. 12

CITY COUNCIL STAFF REPORT
TO: Honorable Mayor and City Council DATE: May 9, 2022
FROM: Matthew Bronson, City Manager
PREPARED BY: Matthew Bronson, City Manager
SUBJECT: Homelessness Response Update

RECOMMENDATION
Receive an update on homelessness issues in Grover Beach including recent actions by the County of San Luis Obispo to address homelessness from a countywide level.

BACKGROUND
This agenda item is an update on efforts underway to address homelessness issues in Grover Beach following previous updates provided to the Council on November 8, 2021 and February 14, 2022. Homelessness continues to be a significant challenge in Grover Beach and throughout the entire county and state. The Council has recognized the importance of this challenge with the selection of Housing and Homelessness as a Major City Goal for FY 2021-23 which states:

Housing and Homelessness. Update City codes and standards to encourage housing construction to meet diverse needs; collaborate with developers and non-profits in efforts to increase overall housing stock with a priority on affordable housing availability; and partner with regional agencies and organizations to address homelessness and related sheltering issues in the city and region.

Homelessness has strong resonance with the community as evident by the City’s 2021 community survey as homelessness was identified by respondents as the most important issue facing Grover Beach (cited by 35% of respondents) exceeding the next most cited issues of road and infrastructure improvements (27%), affordable housing (11%), and crime and safety (11%).

When asked if the City should do more to address homelessness, 70% of respondents indicated yes with the most supported activity to address homelessness being temporary or permanent shelter space for homeless individuals (46%) followed by outreach to homeless on accessing services and housing (39%) and clearing encampments and enforcing camping ordinances (28%).

Summary of City Actions
Below is a summary of actions taken by the City as shared previously with the Council:
• The City has secured nearly $1.5 million in Community Development Block Grant (CDBG) funding in recent years for eviction prevention and security deposits administered by the 5Cities Homeless Coalition (5CHC) to prevent homelessness among Grover Beach residents. These funds have also supported the South County winter warming center, provided assistance to homeless individuals including mental health services, and expanded childcare opportunities which supports employment.

Staff Report: Homelessness Response Update Page 2
May 9, 2022
• The City has supported 5CHC in its work to develop a temporary shelter of 20 “pallet homes” or “cabins” on County property at 286 South 16th Street. This temporary shelter would be co-located with other public facilities including the County Public Health Clinic and Alcohol and Drug Services along with a Superior Court courthouse. 5CHC will also install bathing and bathroom facilities, administrative offices, communal spaces, shaded eating and resting area, and a storage area. The facility will be managed and monitored 24/7 with 5CHC staff and will have security cameras and privacy fencing installed.

Additional Information about the shelter is available on the 5CHC website at https://5chc.org/temporaryshelter/. The shelter is anticipated to be open this fall through the end of 2022 unless the Board of Supervisors extends the enabling ordinance to allow this temporary shelter to continue depending on the success and impacts of this facility. • In addition, the Council on March 14, 2022 approved an acquisition of vacant property at 955 South 4th Street for use as a homeless housing facility. The acquisition cost was $425,000 which was funded through the City’s allocation of American Rescue Plan Act funding. The facility would be developed and managed by 5CHC for non-congregate temporary housing that could serve as bridge housing or an emergency shelter. 5CHC would seek grant funding from various sources to construct and operate this project such as Project Homekey funds from the State. Staff will bring the ground lease with 5CHC for use of this site to the Council for approval at an upcoming meeting. • Lastly, the City continues to take actions to clean homeless encampments and remove trash and other debris. The City previously took action in November 2021 to clean areas and remove vegetation along El Camino Real and took additional action in Ramona Park in February 2022. The work at Ramona Park included cleaning the area around an encampment and removing the gazebo slated for future removal with other park improvements but in the meantime was serving as a makeshift outdoor shelter. The City is undertaking another cleaning project along El Camino Real later this month given a buildup in trash and debris in this area once again.

Taken together, this set of actions represents one of the comprehensive approaches to addressing homelessness among cities in San Luis Obispo County particularly for a small city.

The City’s overall approach is “compassion with order” to help provide opportunities for unhoused individuals to obtain needed housing and services while ensuring the maintenance and cleanliness of our public spaces.

County Homelessness Plan and Resources
The County of San Luis Obispo has recently taken a significant step in a countywide effort in addressing homelessness. On April 19, 2022, the Board of Supervisors heard an update on homelessness issues within the county and reviewed the status of a $1.2 million spending plan for homeless initiatives approved by the Board in August 2021. The staff report for this agenda item is shown as Attachment 1. The Board also unanimously approved the following recommendations of additional items as developed by County staff:

Approval of the San Luis Obispo Countywide Strategic Plan to Address Homelessness The Board approved this update to the previous San Luis Obispo Countywide 10-Year Plan to End Homelessness approved by the Board in 2009. The updated Plan identifies 12-month, 3-year, and 5-year objectives to reduce the number of homeless individuals in the county by 50% over the next five years. The Plan indicated that although year-round emergency shelter capacity has increased by 73%, the County currently has the capacity to shelter only 20-30% of the approximately 1,500 people observed as “homeless” in the 2019 Point-In-Time (PIT) count. The results of the 2022 PIT count will soon be released and will likely show an even greater number of homeless individuals within the county. The rate of individuals entering and remaining in Staff Report: Homelessness Response Update Page 3
May 9, 2022
homelessness has outpaced efforts to increase sheltering capacity over the past several years.

Below is a visual summarizing the key objectives of this updated Plan by phase:

The first-year goals are increasing sheltering capacity and temporary housing, expanding homeless prevention and housing support, and improving data to better track movement of unhoused individuals through the services/housing systems. These areas, which are described further in the County staff report, are critical to make progress over the next 12 months towards the objective of reducing the county’s homelessness population by half within five years. These goals are consistent with the City’s approach to homelessness particularly regarding increased sheltering capacity and homelessness prevention in Grover Beach.

Building on these first-year goals, the goals in years 2-3 involve expanding case management, mental health, and substance use services and developing a Regional Compact to ensure strategic coordination of efforts throughout the county and an overall commitment by each jurisdiction to addressing this critical issue. Goals in years 4-5 are longer-term in nature and focus on additional permanent housing and refining strategies through data on what is working and what is not. The concept of a Compact is similar to the San Luis Obispo Countywide Regional Compact to address housing and infrastructure needs approved in 2020 by the County and each city including Grover Beach on March 2, 2020. This new Compact regarding homelessness would also build on the work of a new Regional Homeless Action Committee comprised of City Managers along with County staff and nonprofit service providers as shown in the diagram below:

Establishment of County Homeless Operations Center
As part of this updated Plan, the Board approved the establishment of a new regional center for homelessness services located at 885 Oklahoma Avenue in San Luis Obispo. This facility is the current County animal services shelter and will be vacated this summer when the new animal shelter opens. The Homeless Operations Center would be designed to assist homeless individuals and families navigate the variety of services often required for returning to permanent housing. Such a facility would also allow other agencies including nonprofit service providers to Staff Report: Homelessness Response Update Page 4
May 9, 2022
provide information and services to help those in need beyond what these agencies can provide at smaller sub-regional facilities in the county. This space is also located next to the existing safe parking area on Oklahoma Avenue where there are approximately 80-90 individuals currently residing in vehicles.

Creation of Homeless Division within the Department of Social Services Lastly, the Board also approved the creation of a new Homeless Division within the County Department of Social Services under the management of a Homeless Services Division Manager.

This would be the first-ever County program and budget designated to address homelessness which brings greater organizational structure and stability from the County. Almost all of the positions for this nine-person division are existing positions within County government that would be brought together in a new division which would serve as the lead agency in carrying out homelessness initiatives for County government.

Homeless Services Oversight Council Chair and Atascadero Council Member Susan Funk along with County Administrative Officer Wade Horton and County Homeless Manager Joseph Dzvonik will attend the Council meeting to provide more information about the County’s recent actions and answer questions from the Council. City staff appreciates the work of the County and its efforts to provide countywide leadership in addressing homelessness within San Luis Obispo County in partnership with cities, nonprofit service providers, businesses, residents, and others.

FISCAL IMPACT
There is no fiscal impact to the City from this action.

ALTERNATIVES
The Council has the following alternatives to consider:

1. Receive an update on homelessness issues in Grover Beach including recent actions by the County of San Luis Obispo to address homelessness from a countywide level; or

2. Provide alternative direction to staff.

PUBLIC NOTIFICATION
The agenda was posted in accordance with the Brown Act and a copy was provided to the 5Cities Homeless Coalition and to individuals who have contacted the City with concerns about homelessness.

Attachments

1. April 19, 2022 Board of Supervisors Report

COUNTY OF SAN LUIS OBISPO

BOARD OF SUPERVISORS

AGENDA ITEM TRANSMITTAL

Page 1 of 10 ends

(1) DEPARTMENT
Administrative Office
(2) MEETING DATE
4/19/2022
(3) CONTACT/PHONE
Wade Horton / 805.781.5018
Joe Dzvonik / 805.781.5014
(4) SUBJECT
Request to: 1) provide direction to staff regarding the update on the August 10, 2021 Spending Plan on Homeless Initiatives; 2) provide direction to staff regarding the draft San Luis Obispo Countywide Strategic Plan to Address Homelessness; 3) provide approval for staff to evaluate development of a County Homeless Operations/Coordination Center; and 4) provide approval for staff to pursue the establishment of a Homeless Division within the Department of Social Services. All Districts.
(5) RECOMMENDED ACTION
It is recommended that the Board:

1. Provide direction to staff regarding the update on the August 10, 2021 Spending Plan on Homeless Initiatives;

2. Provide direction to staff regarding the draft San Luis Obispo Countywide Strategic Plan to Address Homelessness;

3. Provide approval for staff to evaluate development of a County Homeless Operations/Coordination Center; and

4. Provide approval for staff to pursue the establishment of a Homeless Division within the Department of Social Services.
(6) FUNDING SOURCE(S)
N/A
(7) CURRENT YEAR FINANCIAL
IMPACT
N/A
(8) ANNUAL FINANCIAL
IMPACT
N/A
(9) BUDGETED?
N/A
(10) AGENDA PLACEMENT
{ } Consent { } Presentation { } Hearing (Time Est. _______) {X} Board Business (Time Est.120 min) (11) EXECUTED DOCUMENTS
{ } Resolutions { } Contracts { } Ordinances {X} N/A
(12) OUTLINE AGREEMENT REQUISITION NUMBER (OAR)
N/A
(13) BUDGET ADJUSTMENT REQUIRED?
BAR ID Number: N/A
{ } 4/5th's Vote Required {X} N/A
(14) LOCATION MAP
N/A
(15) BUSINESS IMPACT STATEMENT?
No
(16) AGENDA ITEM HISTORY
{ } N/A Date 08/10/2021
(17) ADMINISTRATIVE OFFICE REVIEW
This item was prepared by the Administrative Office.
(18) SUPERVISOR DISTRICT(S)
All Districts
Attachment 1

Page 2 of 10 ends

COUNTY OF SAN LUIS OBISPO
TO: Board of Supervisors
FROM: Administrative Office / Wade Horton / 805.781.5018 Administrative Office / Joe Dzvonik / 805.781.5014
DATE: 4/19/2022
SUBJECT: Request to: 1) provide direction to staff regarding the update on the August 10, 2021 Spending Plan on Homeless Initiatives; 2) provide direction to staff regarding the draft San Luis Obispo Countywide Strategic Plan to Address Homelessness; 3) provide approval for staff to evaluate development of a County Homeless Operations/Coordination Center; and 4) provide approval for staff to pursue the establishment of a Homeless Division within the Department of Social Services. All Districts.

RECOMMENDATION
It is recommended that the Board:

1. Provide direction to staff regarding the update on the August 10, 2021 Spending Plan on Homeless Initiatives;

2. Provide direction to staff regarding the draft San Luis Obispo Countywide Strategic Plan to Address Homelessness;

3. Provide approval for staff to evaluate development of a County Homeless Operations/Coordination Center; and

4. Provide approval for staff to pursue the establishment of a Homeless Division within the Department of Social Services.

DISCUSSION
The San Luis Obispo Countywide Strategic Plan to Address Homelessness is the first comprehensive update to Path to a Home – The San Luis Obispo Countywide 10 Year Plan to End Homelessness as approved by the Board in 2009. This Strategic Plan presented today is being built to identify and achieve 12-month, 3-year and 5-year objectives to reduce the number of homeless persons in the County of San Luis Obispo to 50% of the current level over the fiveyear period following its approval for implementation by this Board. The intent today is to: 1) provide an update and receive direction from this Board regarding the Aug 10, 2021 Spending Plan on Homeless Initiatives; 2) receive direction from this Board regarding the San Luis Obispo Countywide Strategic Plan to Address Homelessness; 3) receive approval from this Board for staff to evaluate the development of a County Homeless Operations Center; and 4) receive Board approval for staff to pursue the establishment of a Homeless Division within the Department of Social Services.

Page 3 of 10 ends

All requests for funding (and associated sources of funding) for the Strategic Plan will be identified after staff receives Board guidance and feedback from today’s presentation. Staff will return to the Board in July 2022 with a completed Plan for Board review and approval.

1. Review of August 10, 2021 Spending Plan on Homeless Initiatives. Below is a table that summarizes the status of the budget adjustment request for additional homeless initiatives as approved by the Board on August 10, 2021.

All funds allocated were General Fund contingency dollars.

Program Element Nature of
Funding $ Allocated $ Spent $ Remaining

1. Safe Parking Pilot Program One-time $500,000 $325,000 $175,000

2. Blue Bag Pilot Program One-time $225,000 $0 $225,000

3. Increase Housing Now Unit Increase
(from 70Now to 80Now) Ongoing $149,509 $0 $149,509

4. Additional Pilot(s) from 10 Year Plan Update TBD TBD - -

5. 1.00 FTE LT Program Manager II – Safe Parking 2-year Term $125,735.25 Both positions filled in Nov 2021 6. 1.00 FTE BH Case Manager via contract with Transitions-Mental Health Association (TMHA) Ongoing $111,540

7. Regional Communication Strategy One-Time $125,000 $20,000 $105,000

8. Maintenance and Multiagency Licenses for
Mapping Tool Ongoing $52,600 $0 $52,600

9. Encampment Abatement Measures Ongoing $250,000 $7,460 $242,540 • Item 1 - The Safe Parking Pilot Program. This program has served over 150 homeless individuals sheltering in their vehicles since its opening in August 2021. Although there have been challenges, the program continues to provide 80-90 homeless individuals living in vehicles with a stable environment and access to services and hygiene facilities. Since its inception, approximately 25 people have left the site at their own discretion to other locations, one person tragically died on site in an RV fire, and six others have been removed for violations of acceptable behavior. Groups that visit the site regularly are Community Action Partnership of San Luis Obispo County (CAPSLO), SLO Bangers, TMHA, Salvation Army, Eckerd, County Workforce, County nurses and Public Health. Soon, food will be delivered regularly by the SLO Food Bank and CalFresh enrollment is ongoing. Efforts to expand the physical size of the site that will increase the capacity by up to 15-20 vehicles, are ongoing and will cost approximately $60,000. An additional $1M in American Rescue Plan Act (ARPA) funds were allocated by this Board on March 1, 2022 to support and expand safe parking operations to more locations throughout the County. Staff is working to expand the program to two additional sites within the County as directed by this Board in August and December 2021.
• Item 2 – Blue Bag Pilot Program. There have been no County-managed “Blue Bag” encampment cleanup efforts since the original pilot occurred in November 2019 under the direction of Public Works. To date, there have been no requests from the cities, or any areas identified in the unincorporated areas of the County, for Blue Bag operations. Staff recommends sunsetting this program and allocating the remaining $225,000 to other homeless programs that will be proposed to the Board in July 2022.

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• Item 3 - Increase Housing Now (from 70 to 80 clients). Launched in 2014, Housing NOW (formerly 50Now and subsequent larger numbers) is a strategic attempt to address chronic homelessness head on, by identifying the most vulnerable homeless individuals in the County, placing them in permanent housing, and providing behavioral health treatment, case management, and other services that will help them stabilize and maintain their housing. Transitions-Mental Health Association collaborates with the Housing Authority of San Luis Obispo and the Department of Social Services to successfully execute a "Housing First" model, the only program of its kind in San Luis Obispo County. Outcomes have been overwhelmingly positive, with significant reductions among participants in ER visits (100%), jail days (100%) and psychiatric hospitalizations (50%). The program currently serves 70 clients and will be expanded to 80 clients in the coming fiscal year. • Item 4 – Additional Pilot Program(s) identified in the 10 Year Plan Update. Additional pilot program(s) identified from the 10 Year Plan update will be proposed to the Board when the SLO Countywide Strategic Plan to Address Homelessness is presented to the board in July 2022. • Item 5 – 1.00 FTE Program Manger II – Safe Parking. In November 2021, this position was filled within the Department of Social Services. Jeff Al-Mashat serves as the County site management representative at the safe parking site on Oklahoma Avenue and is also working to expand safe parking operations to two other locations within the County of San Luis Obispo.
• Item 6 – 1 FTE Behavioral Health Case Manager, as contracted by TMHA. This pilot program was launched in November 2021 as a joint effort of TMHA’s Forensic Services and Homeless Services. The Case Manager currently visits areas throughout San Luis Obispo County, often collaborating in a Community Action Team model with the Atascadero Police Department, Morro Bay Police Department, and the San Luis Obispo Sheriff and Probation offices. The goal is to contact homeless individuals and connect them with services. To date, Jason Holland has made 184 unique contacts and 88 (48%) were referred to services offered by TMHA and partner agencies. • Item 7 – Communications Strategy –These funds were allocated for staff to develop and implement a consistent and understandable regional message and effectively communicate resources available for unhoused individuals and communities. The funds spent to date were in support of messaging platforms to better inform the citizens of Grover Beach regarding the establishment of the 5Cities Homeless Coalition’s (5CHC) non-congregate shelter project on 16th Street and Long Branch Avenue. Future plans for this funding include content creation for education campaigns and media buys related to homelessness for primary messaging: how the County is combatting homelessness.
• Item 8 –Maintenance and Multiagency Licenses for Mapping Tool. These funds were requested to increase operability of a GIS-based smartphone app and dashboard that allow select County employees to create, update and query information regarding homeless encampments throughout the County. The application has been used to collect information about 369 encampments to date, however data collection and program utilization have slowed due to COVID-19 as well as Sheriff’s Department Community Action Team (CAT) staffing changes.

Coordination between Admin, the County IT Department and the Sheriff’s Department have reconvened this month to reestablish this program and consider expanding it to include other agencies. • Item 9 –Encampment Abatement Measures. These funds were requested to clean up priority encampments, particularly those that pose health and safety risks to individuals and environments (e.g. threat of wildfire). This funding has and will continue to support multi-departmental efforts and vendor contracts that may be needed to carry out such clean ups.

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2. The San Luis Obispo Countywide Strategic Plan to Address Homelessness:

This first section of the Strategic Plan begins with an analysis of homelessness in the County over the past 3.5 years.

Specifically, it reviews the expansion of regional capabilities to address homelessness in the form of shelter and service capacities in the context of a tightening housing market and the growing number of homeless individuals and families.

This analysis ultimately reveals:
• Although year-round emergency shelter capacity has increased by 73%, and the total maximum sheltering capacity (which further includes seasonal, weather-dependent shelters and safe parking capacity) has doubled over the past 3.5 years (once COVID-related capacity restraints are lifted), the County currently has the capacity to shelter only 20-30% of the number of people observed as “homeless” in the 2019 PointIn-Time (PIT) count. • Rapidly rising rents (13.5% increase in the past year and 46% since 2016) have increased the financial burdens of lower-wage workers, contributing to the assumption that the number of unsheltered persons has likely grown since the 2019 PIT count. (The 2022 PIT count numbers will be revealed in their aggregate form by May 1, 2022.)
Key takeaway: While efforts across the region to prevent and reduce homelessness have been honorable - as evidenced by the fact that sheltering capacity has doubled and other support services have grown in the past three years - the rate of individuals entering and remaining in homelessness has simply outpaced our efforts during this same period. This takeaway implies that a transformational change must occur in our approach to homelessness.

Figure 1. A visualization of The San Luis Obispo Countywide Strategic Plan to Address Homelessness by phase First Year Goals
Sheltering Capacity and Temporary Housing. In the first 12-months, this Strategic Plan intends to focus on rapidly expanding the “Continuum of Shelter” capacity in the region: non-congregate temporary shelters and nontraditional housing of all types – shelter cabins, prefabricated “tiny homes” - and safe parking. Non-congregate sheltering is preferred in our short-term rapid expansion efforts because homeless individuals and families are more likely to agree to the more private environment of non-congregate shelter than the mostly congregate sheltering currently available in the County, and because non-congregate solutions present fewer hazards for the transmission of communicable diseases.

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Homeless Prevention and Housing Support. Another critical tactic that must run concurrently with expanding shelter capacity in efforts to rapidly reduce the number of unsheltered individuals is Homeless Prevention and Housing Support. While specific programs such as Rapid Rehousing and Family Reunification can be effective in addressing the needs of those already experiencing homelessness, efforts in Homeless Prevention are critical in reducing the growth of homelessness and do not require an increase in housing capacity. Further, effectiveness of current Homeless Prevention efforts has been high: of 242 individuals accessing Homeless Prevention as a first enrollment since 2018 per HMIS, 92% did not need any other type of homeless services (86% with one round of homeless prevention and 6% with a second enrollment).

Improving our Data and the link to Low-Income, Permanent Supportive and Special-Needs Housing. Our current data input, tracking and management systems for unhoused individual (i.e., HMIS and Coordinated Entry) must be significantly improved. These systems must expand beyond the minimum requirements of HUD reporting and enable data-driven oversight of program effectiveness and refinements to strategic plans and goals. Improvements to our data systems will allow us to see the movement of unhoused individuals more accurately through the service/housing “pipeline” while simultaneously helping us to quantify the various unhoused subpopulation and their specific needs.

There are numerous subpopulations within the homeless and at-risk populations. These subpopulations include:
youth entering adulthood from foster care; medically fragile elderly; mentally and/or physically disabled; financially overwhelmed families and individuals; recently discharged hospital patients and prison inmates still burdened with mental health issues, physical challenges, substance addiction, or a combination of the three; along with those still recovering from the financial devastation of the pandemic or simply having lived in poverty for lifetime. The optimal mix of long-term housing solutions for all these subcategories does not come from a “cookie cutter” approach, but an approach that quantifies these subpopulations and designs and builds specific housing solutions to meet that specific type of quantified need. This can only be accomplished from a regional approach with a unified vision and an environment where planning and resources are pooled and expended with the shared understanding and approach to the end goals.

A unified vision and effort are needed to avoid conflicting projects, ineffective overlaps, and missed opportunities to meet the needs of the homeless in our community. So, while expanding shelters, temporary housing, and safe parking are twelve-month goals, we must start now to regionally plan the construction of traditional and nontraditional low-income, permanent supportive and special-needs housing for these long-term solutions to be available in 5 years from the initiation of this strategy. The strengthened data systems and analysis will be needed to monitor trends in the extent and needs of these subpopulations, so that the solutions being implemented are aligned with current and emerging needs, for maximum effect.

The Lived Experience Perspective. Our approach to this Strategy will include the active participation of persons with lived experience of homelessness throughout the development, refinement, and execution of our plans.

Year 2-3 Goals
Case Management, Mental Health, Substance Use Disorder Services and Navigation / Coordination. A rapidly expanded shelter and temporary housing capacity would be ineffective without a simultaneous and equally intense focus on improving and increasing case management, mental health, and substance use disorder services in the region. It is well-known that a significant portion of unhoused people are afflicted with some level of physical disability or illness, behavioral health needs, or some combination of these, which make it more challenging for them to obtain and retain housing. Currently, new funding from the State of California is available for “brick and

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mortar” solutions (e.g., building new facilities for behavioral health and other specific medical care-based operations), but very little is available to support the hiring, training and personnel costs for the professionals who administer these services - even if these facilities were, in fact, built. Again, any efforts to expand emergency shelters and temporary housing facilities must be accompanied by an equally focused effort to expand and improve case management, mental health and addiction services and keep those expanded services viable over time. The County must support its nonprofit partners in improving the case management of our homeless population by facilitating a training program that standardizes case management processes and policies across the region.

This implementation plan also includes the establishment of either a County Homeless Operations Center or a County Homeless Coordination Center at 885 Oklahoma Avenue in the City of San Luis Obispo (the current County of San Luis Obispo Animal Services Shelter). A Homeless Operations Center would be designed to assist homeless individuals and families to navigate the variety of services often required for returning to permanent housing.

While centralized navigation already exists at the three homeless shelters operated by our partners at 5CHC, CAPSLO and ECHO, the need for such services often exceeds their capabilities, and they are not fully postured to reach into the unincorporated areas far from their shelter base locations. We need to consider how to effectively conduct outreach in the unincorporated regions, far from our partner nonprofit shelter locations, while providing overflow support to their navigation efforts. Alternative plans for the structure at 885 Oklahoma Avenue include considering employing it as a County Homeless Coordination Center, where individuals from multiple County and City Departments, other public, and private agencies as well as nonprofits, could gather to plan and coordinate specifically on homeless issues and projects in our region without disturbing the operations of others or spending additional funding on a new or leased facility. Allocating a physical structure for a County Homeless Operations or Coordination Center would further demonstrate the County’s commitment to reduce unsheltered living while either bolstering our nonprofit partners in their continued efforts to reach out to those living on our streets, in parks, and the riverbeds and pull them back into our community more quickly or alternatively improving coordination efforts between the multiple entities it takes to effectively address homelessness at a reduced cost in real estate.

Over the past few weeks, staff has already been exploring the idea of converting the building at 885 Oklahoma Avenue, located directly next to the Oklahoma Safe Parking site, for its use as one of these purposes. If the Board approves further exploration of these concepts, including using 885 Oklahoma Avenue as a structure dedicated to homelessness in some fashion, staff will return with a more detailed evaluation of this concept’s feasibility, effectiveness, along with its cost and proposed budget solutions to meet this cost.

Countywide Regional Collaboration and a County Homeless Division. This Strategic Plan promotes a regional, strategically coordinated approach to addressing homelessness rather than disconnected and siloed jurisdictional efforts. A true regional effort cannot succeed without a mechanism that properly represents the interests of the entire region, has effective and agile planning methods imbedded within it, and uses appropriate, simple metrics to gauge the execution of the plan through time. The initial twelve months of the initiation of this Strategic Plan should be driven by an action committee that meets often, where all members have a shared understanding of the situation and a clear, unified view of the pathways to success. Below is a diagram (see Figure 2 below) to help visualize the placement of this action committee within the framework of the decision-making bodies that currently govern within the County of San Luis Obispo.

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Figure 2. The placement of a Homeless Action Committee within the current government structure and how it links to governing bodies and advisory committees already focused on homelessness throughout the region
Within the 24-month period following the initiation of this Strategic Plan, the Homeless Action Committee, consisting of the County Principal Administrative Analyst on Homelessness (and select County staff as required) will meet with City Mangers (and select City Staff as required) and nonprofit leadership to develop and implement a formalized compact to be agreed upon by elected County and City leadership. City Managers can take the pieces of the plans that affect their cities back to the City Councils and Mayors for review and guidance, while the Principal Analyst takes these plans to Homeless Services Oversite Council (HSOC), the body which advises the Board of Supervisors (BOS) on homeless issues and will also bring items directly to the BOS as agenda items once vetted by the County Administrative Officer. Because these key players will spend significant time on a frequent basis at the same table, working from the same strategic blueprint and operational plan for the region on homelessness, a unified approach with aligned regional goals - and the tasks required to achieve those goals - can readily emerge. This structure and methodology results in rapid planning and action while readily eliciting elected official feedback and guidance along the way.

Simultaneously, during the first 24-months after initiating this Strategic Plan, we propose the establishment of a Homeless Division within the Department of Social Services (see Figure 3 below). No later than the 24-months following the initiation of this Strategic Plan, this body should be fully operational and representing all efforts toward homelessness as directed by this Board, and the County’s representation at the Homeless Action Committee and elsewhere. The formation of a division focused exclusively on homelessness will create a line item for homelessness in the County Annual Budget for the first time, bringing with it more stability and predictability in funding to allow more meaningful mid-term and long-term planning. Formation of this Division will also braid together a significant amount of planning, budgeting, and spending focused on homelessness.

HSOC
Regional Homeless
Action Committee:

County Staff,
City Managers and Nonprofits
Mayors and BOS
City Councils
Strategic Plan
Steering Committee
(Temporary Body)
Direct and Frequent
Communication
Direct Communication
as needed

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Figure 3. Possible structure for a Homeless Division to be formalized within the Dept of Social Services Year 4-5 Goals
Housing Capacity and Data-Driven Refinements. Improvements in homeless data gathering and analysis targeted for the first twelve months of this plan will be critical in refining the specifics of permanent housing plans as time progresses. Projects currently in the pipeline with our Housing Authority and People’s Self Help partners (and others), will help achieve housing capacity goals, but acceleration, expansion, and development of additional projects will all need to be considered.

These efforts are clearly the best long-term and effective solutions to homelessness, but also come with the greatest cost and lead-times. Even with acceleration, the full impact of permanent housing efforts will not be realized until Years 4-5 after the initiation of this strategy. To ensure production of a mix of housing that meets evolving strategic needs, we must start now by integrating the abilities of our nonprofit builders into the Regional Homeless Action Committee planning so efforts can be coordinated with a unified vision and shared understanding of the needs. We also anticipate providing much more prescriptive strategic direction for grant applicants, which could include location- and purpose-specific Requests for Proposals.

OTHER AGENCY INVOLVEMENT/IMPACT
Achieving these goals will require significant coordination across all departments/agencies of the County, seven Cities, HSOC, nonprofit organizations, healthcare, law enforcement, emergency service providers, business owners, Director of
Social Services
Admin Services Mgr
Homeless Services
Prog Mgr II
Grant Manager
Prog Mgr II
Safe Parking
Admin Services
Officer II
Prog Mgr II
HMIS
Admin Services
Officer*
Program
Review Spec
Admin Assistant
(Vacant)
* indicates new position
Division Manager*
Homeless Services

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community advocate organizations and individuals, persons with lived experience in homelessness, and Cal Poly faculty and students. The establishment of a Homeless Division will also impact the Department of Social Services and may require the realignment of individuals currently working in various Departments throughout the County to realign more directly with the Homeless Division. Much of the planning discussed in this document includes much consideration and direct input from most of these groups already and this coordination will only continue to increase through time.

FINANCIAL CONSIDERATIONS
Once guidance and direction from the Board is provided during this agenda item, staff will return in July 2022 with an estimated cost and recommended funding strategies for:

1. Establishing a County Homeless Operations Center at Oklahoma Avenue to improve navigation of homeless individuals with the variety of services it often requires in overcoming homelessness, or developing alternate ways to increase County support to the efforts of our partner nonprofits in these efforts.

2. Establishing a Homeless Division within the Department of Social Services within 24 months.

RESULTS
The Board’s guidance and direction will: provide staff the ability to move forward in refining the overall strategy in alignment with the Board’s desired approach to address homelessness in the County of San Luis Obispo; allow staff to further evaluate the need, cost, and feasibility of a County Homeless Operations Center; and help implement this Board’s intent to address homelessness more efficiently by the establishment of Homeless Division within the Department of Social Services.

ATTACHMENTS
Attachment 1 - Homeless Update Presentation

Grover Beach City CouncilMay 9, 2022

Grover Beach City Council
May 9, 2022